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Leadership & Leadership & ManagementManagement
Ian Govier Ian Govier (Facilitator)(Facilitator)
…essential yet different!
The same 5 common themes The same 5 common themes emerge from each emerge from each
inquiry.inquiry.
Since the inception of the NHS, Since the inception of the NHS, more than 50 NHS public inquiries more than 50 NHS public inquiries have been conducted to address have been conducted to address
catastrophic failures in patient care. catastrophic failures in patient care.
Walshe & Higgins (2002)Walshe & Higgins (2002)
Disempowerment of Disempowerment of staff and patients staff and patients
Disempowerment of Disempowerment of staff and patients staff and patients
IsolationIsolationIsolationIsolation
Poor Poor communicationcommunication
Poor Poor communicationcommunication
Inadequate Inadequate leadership / leadership /
managementmanagement
Inadequate Inadequate leadership / leadership /
managementmanagementFailure of Failure of systems systems
and and processesprocesses
Failure of Failure of systems systems
and and processesprocesses
What do I want to What do I want to ACHIEVEACHIEVE or or CHANGECHANGE as a result of as a result of
this workshop? this workshop?
Leading & Managing
• Managers maintain paths Managers maintain paths
• Administrators tidy pathsAdministrators tidy paths
LEADERS MAKE PATHS!LEADERS MAKE PATHS!
ManagementManagement(Order & Consistency)(Order & Consistency)
Planning / BudgetingPlanning / BudgetingEstablish agendasEstablish agendas
Set time tablesSet time tables
Allocate resourcesAllocate resources
(Kotter, 1990)
Organising / StaffingOrganising / StaffingProvide structureProvide structure
Make job placementsMake job placements
Establish rules & proceduresEstablish rules & procedures
Controlling / Problem SolvingControlling / Problem SolvingDevelop incentivesDevelop incentives
Generate creative solutionsGenerate creative solutions
Take corrective actionTake corrective action
Code of Conduct Code of Conduct for for NHS ManagersNHS Managers• Patient-centredPatient-centred• AccountableAccountable• Performance orientedPerformance oriented• Responsive to local needsResponsive to local needs• Equal, diverse & values inclusionEqual, diverse & values inclusion• Partnership focusedPartnership focused
National Assembly for Wales (2006)
Leadership Leadership (Change & Movement)(Change & Movement)
Establishing DirectionEstablishing DirectionCreate a visionCreate a vision
Clarify Clarify big picture picture
Set strategiesSet strategies
(Kotter, 1990)
Aligning PeopleAligning PeopleCommunicate goalsCommunicate goals
Seek commitmentSeek commitment
Build teams & coalitionsBuild teams & coalitions
Motivating & InspiringMotivating & InspiringInspire & energiseInspire & energise
Empower subordinatesEmpower subordinates
Satisfy unmet needsSatisfy unmet needs
Leadership in the new millennium Leadership in the new millennium has comprehensively come of age. has comprehensively come of age.
Where once leaders were aloof Where once leaders were aloof decision-makers, today they need decision-makers, today they need to be dedicated collaborators to be dedicated collaborators whose role is to whose role is to give power give power
to their to their TEAMTEAM rather than rather than wield power to their own ends. wield power to their own ends.
Leaders on Leadership– an intimate view of life at the top of Europe plcLeaders on Leadership– an intimate view of life at the top of Europe plc
Development Dimensions International (DDI) Research Report, January 2006 Development Dimensions International (DDI) Research Report, January 2006
Leadership: The MythsLeadership: The Myths
It’s rareIt’s rare
It’s found It’s found mainly mainly at the top at the top
It’s about being It’s about being superhumansuperhuman
““Lots of ordinary nurses are leaders Lots of ordinary nurses are leaders – it is in the very nature of the job. – it is in the very nature of the job.
Good care involves winning your Good care involves winning your patient’s confidence, convincing them to patient’s confidence, convincing them to
keep to their treatment regimes and inspiring keep to their treatment regimes and inspiring them to battle their way back to health”them to battle their way back to health”
(Crouch, 2002)
Who are Who are the leaders?the leaders?
Leadership and Leadership and Performance OutcomesPerformance Outcomes
Transformational Leadership has a significantly Transformational Leadership has a significantly greater impact than Transactional Leadership on:greater impact than Transactional Leadership on:
StaffStaff
TeamsTeams
OrganisationsOrganisations
Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum
Transformational LeadershipTransformational Leadership
Leading SelfLeading Self
Leading OthersLeading Others
Leading the OrganisationLeading the Organisation
(Alimo-Metcalfe & Alimo-Metcalfe, 2006)
Leading SelfLeading Self
(Personal Qualities)(Personal Qualities)
Being TransparentBeing Transparent
Acting with IntegrityActing with Integrity
Being DecisiveBeing Decisive
Inspiring OthersInspiring Others
Resolving Complex ProblemsResolving Complex Problems
Leading OthersLeading Others
Showing Genuine ConcernShowing Genuine Concern
EnablingEnabling
Being AccessibleBeing Accessible
Encouraging ChangeEncouraging Change
Leading the OrganisationLeading the Organisation
Networking & AchievingNetworking & Achieving
Focusing Team EffortFocusing Team Effort
Building Shared VisionBuilding Shared Vision
Supporting a Developmental CultureSupporting a Developmental Culture
Facilitating Change SensitivelyFacilitating Change Sensitively
InitiatorInitiator beginning actions and processes that beginning actions and processes that
promote team development and performance promote team development and performance
Model Model shaping behaviour and performance that shaping behaviour and performance that
reflects the expectations set for the team reflects the expectations set for the team
CoachCoachserving as counsellor, mentor and tutor serving as counsellor, mentor and tutor
to help team members improve performance to help team members improve performance
The 3 important roles The 3 important roles of a Team Leader of a Team Leader
If we always do If we always do what we’ve what we’ve
always done… always done…
……we’ll always we’ll always get what we’ve get what we’ve
always got!always got!
What am I What am I (are we)(are we)
going to going to dodo differently differently
after today?after today?
……I’ll probably I’ll probably
do nothing about it!do nothing about it!
If I do nothing If I do nothing about it in 24 hours… about it in 24 hours…
We do not lead by being We do not lead by being corporate, professional corporate, professional
or institutional. or institutional.